Organizational Development Training
For
OFW Family Circles (OFC)
Overseas Workers Welfare Administration
MIMAROPA
ORGANIZATIONAL DEVELOPMENT(OD)
TOPICS
INTRODUCTION.
MEANING OF OD.
OBJECTIVES OF OD.
CHARACTERISTICS OF OD
A S S U M P T I O N S A N D VA L U E S O F O D .
PROCESS OF OD.
EFFECTIVENESS OF OD.
Objectives
to empower OFC Officers and
members;
to organize a strong and
functional OFC;
to equip the officers and
members with the necessary
skills in leadership and
organizing.
INTRODUCTION TO OD:
The term organizational development was coined by
Richard Beckhard in the mid-1950s.Organizational development is
an acronym of two words i.e., organization and development.
Organization: A social unit of people that is structured and
managed to meet a need or to pursue collective goals.
Development: The systematic use of scientific and technical
knowledge to meet specific objectives or requirements.
INTRODUCTION TO OD:
ORGANIZATION DEVELOPMENT:
Organization development (OD) is a deliberately planned effort
to increase an organization's relevance and viability.
Organizational development is the framework for change, and
often times a manager helps to lead this change.
Organization development is known as both a field of applied
behavioral science focused on understanding and managing
organizational change and as a field of scientific study and inquiry.
OD is a systemic learning and development strategy intended to
change the basics of beliefs, attitudes, and relevance of values and
structure of the current organization to better absorb disruptive
technologies, market opportunities, and ensuing challenges and
chaos.
OBJECTIVES OF OD
To increase the level of inter-personal trust among employees.
To increase employee's level of satisfaction and commitment.
To confront problems instead of neglecting them.
To effectively manage conflict.
To increase cooperation among the employees.
To increase the organization problem solving.
To put in place process that will help improve the ongoing operation of the organization
on a continuous basis.
CHARACTERESTICS
1. HUMANISTIC VALUES: Positive beliefs about the
potential of employees (McGregor's Theory Y).
2. SYSTEMS ORIENTATION: All parts of the organization,
to include structure, technology, and people, must work
together.
3. EXPERIENTIAL LEARNING: The learners' experiences
in the training environment should be the kind of human
problems they encounter at work. The training should NOT
be all theory and lecture.
CHARACTERESTICS
4. PROBLEM SOLVING: Problems are identified, data is
gathered, corrective action is taken, progress is assessed,
and adjustments in the problem solving process are made
as needed. This process is known as Action Research.
5. CONTINGENCY ORIENTATION: Actions are selected
and adapted to fit the need.
6. CHANGE AGENT: Stimulate, facilitate, and coordinate
change.
7. LEVELS OF INTERVENTIONS: Problems can occur at
one or more level in the organization so the strategy will
require one or more interventions.
ASSUMPTIONS AND VALUES OF OD
ASSUMTIONS VALUES
Individuals: Individuals:
People want to grow and mature . OD aims to overcome obstacles
Employees have much to offer to the natural human tendency to
(e.g. creativity and energy) that is grow, enabling employees to
not being used at work . contribute more to the
Most employees desire the
organization.
opportunity to contribute (they OD stresses open
desire, seek and appreciate communication, Treating
empowerment). employees with genuine dignity
and respect is emphasized.
ASSUMPTIONS AND VALUES OF OD
ASSUMTIONS VALUES
Groups: Groups:
Groups and teams are critical Hiding feelings or not being
to organizational success and accepted by the group
individual need satisfaction. diminishes individual
Groups have powerful willingness to solve problems
influences on individual constructively
behaviour . Acceptance, collaboration and
The complex roles to be
involvement lead to expressions
played in groups require skill of feelings and perceptions.
development.
ASSUMPTIONS AND VALUES OF OD
Organization: Organization:
ASSUMTIONS VALUES
Excessive controls, policies and The way groups are linked,
rules are detrimental Conflict can influences their Effectiveness,
be functional if properly change should start at the top and
channeled Individual and gradually be introduced through
organizational goals can be the rest of the organization.
compatible .
The group links the top and
In most organizations, the level bottom of the organization
of interpersonal support, trust and
cooperation is lower than
desirable and necessary
PROCESS OF OD
Organization Development (OD) is a planned approach to improve employee and
organizational effectiveness by conscious interventions in those processes and structures
that have an immediate bearing on the human aspect of the organization.
A normal OD process can be phased in following manner:
.
Problem Identification
Data Collection
Diagnosis
Planning and Implementation
Evaluation and Feedback
PROCESS OF ORGANIZATIONAL
DEVELOPMENT
1. Problem identification:
The first step in OD process involves understanding and
identification of the existing and potential problems in the organization.
The awareness of the problem includes knowledge of the possible
organizational problems of growth, human satisfaction, the usage of human
resource and organizational effectiveness.
2. Data Collection:
Having understood the exact problem in this phase, the relevant
data is collected through personal interviews, observations and
questionnaires.
PROCESS OF ORGANIZATIONAL DEVELOPMENT
3. Diagnosis:
OD efforts begin with diagnosis of the current situation. Usually, it
is not limited to a single problem. Rather a number of factors like attitudes,
assumption, available resources and management practice are taken into
account in this phase. There are four steps in organizational diagnosis:
Structural analysis:
Determines how the different parts of the organization are functioning in terms of laid
down goals.
Process analysis:
Process implies the manner in which events take place in a sequence. It refers to pattern
of decision making, communication, group dynamics and conflict management patterns within
organization to help in the process of attainment of organizational goals.
Function analysis:
This includes strategic variables, performance variables, results, achievements and final
outcomes.
Domain analysis:
Domain refers to the area of the organization for organizational diagnosis.
PROCESS OF ORGANIZATIONAL DEVELOPMENT
4. Planning and implementation:
After diagnosing the problem, the next phase of OD, with the
OD interventions, involves the planning and implementation
part of the change process.
5. Evaluation and feedback:
Any OD activity is incomplete without proper feedback.
Feedback is a process of relaying evaluations to the client group
by means of specific report or interaction
EFFECTIVENESS OF OD
Providing opportunities for each organization member, as well as for the
organization itself, to develop to his full potential.
Seeking to increase the effectiveness of the organization in terms of all of its
goals.
Attempting to create an environment in which it is possible to find exciting and
challenging work.
Providing opportunities for people in organizations to influence the way in which
they relate to work, the organization, and the environment.
Thank you
Acknowledgement
Ismail Shaik MBA
